Synopses & Reviews
Professional human resources management is an increasingly vital area in any organization, given its responsibility for building talent and creating other organizational capabilities that create competitive advantage through hiring, training, and rewarding people, and designing and managing organization processes. As business pushes on into the future and adapts to new realities, the practice of HR must keep up, and practitioners must stay abreast of changes in the field in order to prepare for the future.
This follow-up to the bestselling Tomorrow's HR Management brings together a panel of noted international experts, each contributing to an article on the state of HR today and changes to expect in the coming years. Including academics, consultants, and practitioners, these sixty-four contributors examine a wide range of issues in HRincluding HR as a decision science; understanding and managing people; organizational culture; the impact of HR on business results; the requirements of an HR professional; globalization and its effects; and collaborative ventures. Divided into nine sections organized by topic, The Future of Human Resource Management presents thoughtful ideas and fresh perspectives on almost every aspect of the field.
Inside you'll find thought-provoking essays you won't find anywhere elseColeman Peterson reveals how Wal-Mart hires and keeps its people; Peter Cappelli and Mike Losey offer divergent views on the possibility of a labor shortage in America; Libby Sartain explores HR's role in brand development; Gordon Hewitt writes about HR's contribution to business strategy; and Frances Hesselbein applies her leadership expertise to HR governance issues.
No one can know what the future will bring, but it is clear that HR will continue to grow and change. With HR's increasing importance to the success of every business, practitioners and managers who can adapt to the future will determine the success or failure of their enterprises. The Future of Human Resource Management looks at the challenges, trends, and demands that will define the future of HR.
The Future of Human Resource Management is copublished by John Wiley &Sons, Inc. and the Society for Human Resource Management. The Society for Human Resource Management (SHRM) is the world's largest association devoted to human resource management. Representing more than 190,000 individual members, the Society's mission is to serve the needs of HR professionals by providing the most essential and comprehensive resources available. As an influential voice, the Society's mission is also to advance the human resource profession to ensure that HR is recognized as an essential partner in developing and executing organizational strategy. Founded in 1948, SHRM currently has more than 500 affiliated chapters and members in more than 100 countries. Visit SHRM Online at www.shrm.org.
Review
“…this book is ideal for the busy practitioner and the book-weary student alike…a one-stop study guide to the most up-to-date HR thinking…” (
Personnel Today, 25
thOctober 2005)
“…This book provides a thought-provoking skim across the surface of HR…” (Public Servant, 29 July 2005)
Synopsis
Tomorrows HR Management In the future, will human resource management emerge as an even more critical factor in developing and maintaining a companys competitive edge, or will it become just one more outsourced function overseen by managers busy juggling several other responsibilities at the same time? Will HR departments buckle under the constant pressure to do more with less, or will inspired leaders develop practices that link HR to overall business strategies and improved organizational capabilities? Tomorrows HR Management is about creating the future right in your own companyadapting to meet the needs of your enterprise and the demands of a changing business environment. In this remarkably visionary volume, 48 of the most perceptive and imaginative HR executives, consultants, and scholars from around the world offer their views on the future of the field and prescribe courses of action that will help CEOs and HR managers shape that future. Each of the books six sections advocates a strategic goal designed to increase HRs productivity, efficiency, and adaptability. Each chapter analyzes obstacles and formulates tactics designed to help reach these goals. This book helps HR managers and business leaders to:
- Manage HR like a businessdefine and deliver clear outcomes
- Play new roles in the competitive environment of the future
- Prepare for the future
- Build an infrastructure and discover how to measure progress
- Remember the human in Human Resources
- Go global through advances in technology
Whether the future brings a steady and gradual curve of change or dramatic events that require drastic, overnight adjustments to radically new business environments, Tomorrows HR Management will help lead the way in meeting these challenges and can be used by anyone from the CEO to the newest HR professional to create a more competitive organization.
Synopsis
THE FUTURE OF HUMAN RESOURCE MANAGEMENT
64 Thought Leaders Explore the Critical HR Issues of Today and Tomorrow
Examining the issues and trends facing today's human resources professional, this one-of-a-kind work presents a wide range of new, enlightening, and thought-provoking perspectives from sixty-four leaders of the field:
Geoff Armstrong
Bruce Avolio
Kathleen Barclay
Richard W. Beatty
Richard Beaumont
Brian Becker
John W. Boudreau
Peter Cappelli
Wayne F. Cascio
J.T. "Ted" Childs, Jr.
James G. Clawson
Debra J. Cohen
Jean-Franois Coget
Samuel Culbert
Steve Darien
Robert Dewar
Ellen A. Drost
Lee Dyer
Bruce Ellig
Jeff Ericksen
Ursula Fairbairn
Jac Fitz-enz
Eric Flamholtz
Mirian M. Graddick-Weir
Lynda Gratton
Patricia Harned
Frances Hesselbein
Gordon Hewitt
Paul Hirsch
John Hofmeister
Mark Huselid
William Joyce
Edward E. Lawler III
David Lewin
Mike Losey
Sue Meisinger
Grant Miles
Raymond Miles
Douglas S. Newburg
Nitin Nohria
Coleman Peterson
Jeffrey Pfeffer
Vladimir Pucik
Peter M. Ramstad
Hayagreeva Rao
Bruce Roberson
Russ Roberts
Libby Sartain
Craig Eric Schneier
Patricia Seemann
Norm Smallwood
Scott A. Snell
Charles D. Snow
Lea Soupata
Mary B. Teagarden
Thomas Thivierge
Fons Trompenaars
Anne S. Tsui
Dave Ulrich
Mary Ann Von Glinow
Peter Wooliams
Patrick M. Wright
Joshua B. Wu
Arthur Yeung
Synopsis
Sixty-three stellar academics, consultants, and practitioners look at the future of human resources
The follow-up to the bestselling Tomorrow's HR Management (0-471-19714-9), this book presents an international panel of expert contributors who offer their views on the state of HR and what to expect in the future. Topics covered include HR as a decision science, understanding and managing people, creating and adapting organizational culture, the effects of globalization, collaborative ventures, and investing in the next generation. Like its bestselling predecessor before it, The Future of Human Resource Management offers the very best thinking on the future of HR from the most respected leaders in the field.
Synopsis
In the future, will human resource management emerge as an even more critical factor in developing and maintaining a company's competitive edge, or will it become just one more outsourced function overseen by managers busy juggling several other responsibilities at the same time? Will HR departments buckle under the constant pressure to do more with less, or will inspired leaders develop practices that link HR to overall business strategies and improved organizational capabilities? Tomorrow's HR Management is about creating the future right in your own company—adapting to meet the needs of your enterprise and the demands of a changing business environment.
In this remarkably visionary volume, 48 of the most perceptive and imaginative HR executives, consultants, and scholars from around the world offer their views on the future of the field and prescribe courses of action that will help CEOs and HR managers shape that future. Each of the book's six sections advocates a strategic goal designed to increase HR's productivity, efficiency, and adaptability. Each chapter analyzes obstacles and formulates tactics designed to help reach these goals. This book helps HR managers and business leaders to:
- Manage HR like a business—define and deliver clear outcomes
- Play new roles in the competitive environment of the future
- Prepare for the future
- Build an infrastructure and discover how to measure progress
- Remember the human in Human Resources
- Go global through advances in technology.
Whether the future brings a steady and gradual curve of change or dramatic events that require drastic, overnight adjustments to radically new business environments, Tomorrow's HR Management will help lead the way in meeting these challenges and can be used by anyone from the CEO to the newest HR professional to create a more competitive organization.
About the Author
DAVE ULRICH is Professor of Business Administration at the University of Michigan where he is on the core faculty of the Michigan Executive Program. BusinessWeek lists him as one of the world's "top ten educators" in management and the top educator in human resources. Ulrich has received the Pericles Pro Meritus Award for outstanding contribution to the field of HR, and has consulted with over half of the Fortune 200. He is the author of Human Resource Champions and coauthor of Organizational Capability (Wiley) and The Boundaryless Organization.
MICHAEL R. LOSEY, SPHR, is President and CEO of the Society for Human Resource Management (SHRM) and Secretary General of the World Federation of Personnel Management Associations (WFPMA). He has more than 35 years' experience in all areas of human resource management. He is an NAHR Fellow, and a frequent speaker and author on human resource management issues.
GERRY LAKE is Managing Editor of the Human Resource Management Journal, which presents research on cutting-edge HR topics and is affiliated with the University of Michigan Business School. She has designed, managed, and made presentations in workshops around the world for such clients as Amoco, Digital Equipment, the Federal Aviation Administration, and Columbia University. And she has published in the areas of adult transitions and human resources.
Table of Contents
Introduction.The Future of Human Resources (Michael R. Losey, Sue Meisinger, and Dave Ulrich).
Section I:Understanding and Managing People.
Chapter 1: Will There Really Be a Labor Shortage? (Peter Cappelli).
Chapter 2: The Motivator’s Dilemma (James G. Clawson and Douglas S. Newburg).
Chapter 3: Anticipating Change: Will There Be a Labor Shortage? (Michael R. Losey).
Chapter 4: Get, Keep, Grow (Coleman Peterson).
Chapter 5: The New Employment Relationship versus the Mutual Investment Approach: Implications for Human Resource Management (Anne S. Tsui and Joshua B. Wu).
Section II:Invest in the Next Generation of Human Resource Professionalism.
Chapter 6: The Future Human Resource Professional’s Career Model (Kathleen Barclay and Thomas Thivierge).
Chapter 7: Human Resource Education: A Career-Long Commitment (Debra J. Cohen).
Chapter 8: Life after Outsourcing: Lessons Learned and the Role of Human Resources as a Strategic Business Partner (Mirian M. Graddick-Weir).
Chapter 9: The Four Cs of the HR Profession: Being Competent, Curious, Courageous, and Caring about People (Susan R. Meisinger).
Chapter 10: Differentiation through People—How Can HR Move beyond Business Partner? (Geof f Armstrong).
Section III:Learn to Master and Play New Roles.
Chapter 11: The Chief Integrative Leader: Moving to the Next Economy’s HR Leader (Bruce J. Avolio).
Chapter 12: From Business Partner to Driving Business Success: The Next Step in the Evolution of HR Management (Wayne F. Cascio).
Chapter 13: Workforce Diversity: A Global HR Topic That Has Arrived (J. T. (Ted) Childs Jr.).
Chapter 14: “Not Just Any Seat at the Table” (Steve Darien).
Chapter 15: What Distinguishes the Outstanding HR Executives from the Others (Bruce Ellig).
Chapter 16: Evolution and Revolution in the Twenty-First Century: Revolutionary New Rules for Organizations and Managing Human Resources (Russ Roberts and Paul Hirsch).
Chapter 17: From Human Resources Management to Organizational Effectiveness (Edward E. Lawler III).
Section IV:Discern, Create, and Adapt Culture to Business Conditions.
Chapter 18: HR as a Strategic Partner: Culture Change as a Case Study (Ursula F. Fairbairn).
Chapter 19: Changing Mental Models: HR’s Most Important Task (Jeffrey Pfeffer).
Chapter 20: Building a Market-Focused Culture (Hayagreeva Rao and Robert D. Dewar).
Chapter 21: Branding from the Inside Out: HR’s Role as Brand Builder (Libby Sartain).
Chapter 22: The Winning Team: A Strategic Imperative (Lea Soupata).
Section V:Rethink Organizations as Capabilities, Not Structures.
Chapter 23: Workforce Strategy: A Missing Link in HR’s Future Success (Richard W. Beatty and Craig Eric Schneier).
Chapter 24: Connecting Strategy and HR: Establishing a New Logic of Partnership (Gordon Hewitt).
Chapter 25: What Really Works? HR’s Role in Building the 4+2 Organization (William Joyce, Nitin Nohria, and Bruce Roberson).
Chapter 26: Human Resources’ New ROI: Return on Intangibles (Dave Ulrich and Norm Smallwood).
Chapter 27: In Pursuit of Marketplace Agility: Applying Precepts of Self-Organizing Systems to Optimize Human Resource Scalability (Lee Dyer and Jeff Ericksen).
Chapter 28: Creating the Capability for Collaborative Entrepreneurship: HR’s Role in the Development of a New Organizational Form (Raymond E. Miles, Grant Miles, and Charles C. Snow).
Chapter 29: Partner or Guardian? HR’s Challenge in Balancing Value and Values (Patrick M. Wright and Scott A. Snell).
Section VI:See HR as a Decision Science and Bring Discipline to It.
Chapter 30: Science Explodes Human Capital Mythology (Jac Fitz-enz).
Chapter 31: Human Resource Accounting, Human Capital Management, and the Bottom Line (Eric G. Flamholtz).
Chapter 32: Improving Human Resources’ Analytical Literacy: Lessons from Moneyball(Mark A. Huselid and Brian E. Becker).
Chapter 33: The Dual Theory of Human Resource Management and Business Performance: Lessons for HR Executives (David Lewin).
Chapter 34: Talentship, Talent Segmentation, and Sustainability: A New HR Decision Science Paradigm for a New Strategy Definition (John W. Boudreau and Peter M. Ramstad).
Section VII:Create Mutually Collaborative Ventures.
Chapter 35: Teamwork: The New Emphasis on Two-Sided Accountability (Samuel A. Culbert and Jean-François Coget).
Chapter 36: Managing Cooperatively within Organizations (Lynda Gratton).
Chapter 37: Power, the Last Corporate Taboo (Patricia Seemann).
Section VIII:Responding to Social Expectations and Public Policy and the Renewed Importance of Ethics.
Chapter 38: A Challenge to HR: Building the Company’s External Dimension (Richard A. Beaumont).
Chapter 39: Leading Change: An Imperative of Leadership (Frances Hesselbein).
Chapter 40: When Ethics Calls the HR Helpline (Patricia J. Harned).
Section IX:Live Globally, Act Locally.
Chapter 41: Global and Local Balance in Human Resources Leadership (John Hofmeister).
Chapter 42: Global HR as Competitive Advantage: Are We Ready? (Vladimir Pucik).
Chapter 43: A New Paradigm for HR: Dilemmas in Employing and Managing the Resourceful Human (Fons Trompenaars and Peter Woollimas).
Chapter 44: Counterintuitive Findings in International HRM Research and Practice: When Is a Best Practice Not Best for Practice? (Mary Ann Von Glinow, Ellen A. Drost, and Mary B. Teagarden).
Chapter 45: Becoming Business Partners in Chinese Firms: Challenges and Opportunities (Arthur Yeung).
Conclusion.
Reality, Impact, and Professionalism (Michael R. Losey, Susan R. Meisinger, and Dave Ulrich).
Index.
Selected Titles from the Society for Human Resource Management (SHRM®).